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With a team made up of members that include a newly graduated nurse named Michael, seasoned staff and Certified Nurses’ Aides (CNAs), I have to work on encouraging healthy relationships among them. I have to make Michael feel welcome to the team and to lead the other members to do the same. I have to set standards and rules for the team members to follow and none of us should be exempted – not even me. This way, I can be respected and they will have no doubts about following my orders; they will know that the things I do are all for the best interest of the hospital and of our group. Needless to say, I have to act swiftly and decisively when there are problems to be solved. I have to address matters that give rise to conflicts among my members.
Conflicts can have damaging effects on the organization as a whole. Not addressing the conflict would also make the team members believe that management tolerates it despite its harmful consequences. It is, thus, critical that conflicts are dealt with right and are resolved fast in ethical and professional ways. This would boost the confidence of the rest of the organization in the management or in the company.
In the prevailing scenario, I can easily sense that there is conflict and it has to be settled fast. The signs of a conflict are not hard to identify – two senior CNAs have grown to dislike the Michael who used to work with them as a fellow CNA while going through his nursing course and who now as a nursing graduate stands to have better qualifications than them. While they used to have harmonious relationships, the senior CNAs have now started to make things difficult for Michael. Indeed, relationships among people in the workplace are almost always affected by changes and this case at hand is an illustration of this fact.
The change in Michael’s circumstances has made him an advantaged competitor of the two CNAs when considering
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